How Has the Rise of Physician Employment Changed Hospitals' Recruitment ...Becker's Hospital ReviewThe answer depends on whether physicians are appointed to leadership positions, whether incentives are aligned, and other determinants.

Billy R Bennett's insight:

Our U.S. healthcare model is changing - and changing fast.

This articles mainly focuses on recruiting but a few lines give a glimpse at how significant that change is becoming.

Here are the drivers:

Hospitals facing a growing shift from fee for service to performance based payments are realizing they need to redesign and build a well organized delivery system with the doctor as team leader and team player.

Physicians - who were rarely great at managing a business - are bailing on private practice and choosing to do what they do best - practice medicine.

The smart CEO is the one putting resources into redesigning the organization and its processes to support the meeting of these two strategic drivers. This will take time but hospital leaders can start today:

Start with picking a starting place- a "mini system" where you can focus on specific services and outcome areas. Pick an area where you can compete and have a good chance of becoming a game changer in your market if you get it right.

Pull together organization design resources AND process improvement resources. Make sure they know how to involve everyone in this mini system - medical staff (nursing, physician assistants, etc) , administrative. This is not just a process change - it is not just "leaning and aligning" this is total system change.

Get people excited and passionate about delivering real results. Get staff out to see great delivery examples. Drive learning and application from those visits. Start building a true shared vision among all of the people who will need to play in the system. Provide opportunities to bring ideas into the design our your new mini-system. The right physicians will get excited as well. Soon, recruiting becomes easy.

Be Aggressive. If you build it, they will come. Don't worry if you do not have the medical staff yet. As this article implies they will come but you need something for them to come to. Hence the reason for starting with the model mini-system first. However, you must be aggressive. Mini-systems cannot stand on their own for long. To survive you must build out other services soon after.

Remember ...This is not just a process change - it is not just "leaning and aligning" this is total system change.

This articles mainly focuses on recruiting but a few lines give a glimpse at how significant that change is becoming.

Here are the drivers:

Hospitals facing a growing shift from fee for service to performance based payments are realizing they need to redesign and build a well organized delivery system with the doctor as team leader and team player.

Physicians - who were rarely great at managing a business - are bailing on private practice and choosing to do what they do best - practice medicine.

The smart CEO is the one putting resources into redesigning the organization and its processes to support the meeting of these two strategic drivers. This will take time but hospital leaders can start today:

Start with picking a starting place- a "mini system" where you can focus on specific services and outcome areas. Pick an area where you can compete and have a good chance of becoming a game changer in your market if you get it right.

Pull together organization design resources AND process improvement resources. Make sure they know how to involve everyone in this mini system - medical staff (nursing, physician assistants, etc) , administrative. This is not just a process change - it is not just "leaning and aligning" this is total system change.

Get people excited and passionate about delivering real results. Get staff out to see great delivery examples. Drive learning and application from those visits. Start building a true shared vision among all of the people who will need to play in the system. Provide opportunities to bring ideas into the design our your new mini-system. The right physicians will get excited as well. Soon, recruiting becomes easy.

Be Aggressive. If you build it, they will come. Don't worry if you do not have the medical staff yet. As this article implies they will come but you need something for them to come to. Hence the reason for starting with the model mini-system first. However, you must be aggressive. Mini-systems cannot stand on their own for long. To survive you must build out other services soon after.

Remember ...This is not just a process change - it is not just "leaning and aligning" this is total system change.

The first is the complexity of your organization's structure. Most companies have some version of a matrix, with a combination of enabling "functions" (such as IT, HR, and Finance) and line business units.

DesignBuild SourceNew Office Trends Boost Productivity Through FlexibilityDesignBuild SourceWhile the office has traditionally been seen as a quiet space where employees are limited to dank cubicles, a new working and design orientation is...

Ray Kurzweil on the future of work: Lifelong learning and an open source economyMedCity NewsTechnologies like these created hundreds of thousands of jobs, and we are potentially in a golden age for major new innovations.

Fast CompanyThe Anatomy Of Operational ExcellenceFast CompanyNow GM is making a strategic decision to add 1,500 software and data management jobs at its tech center in Warren, Mich., as part of an sweeping effort to in-source 90% of its tech work.

It's a well-established principle that people need slack time to work through their ideas. 3M and Google, among others, have given "innovation time off" to their scientists and engineers. But most companies struggle to justify ...

CEO Steve Cooper emphasized in his memo on the changes that “the number of employees within each WMG company will not be impacted by the new organizational structure.” Not only do the services offered separate the ...

Business Leaders & Educators Will Create the Social Business Future ...Every leader in every organization should be asking What does the social revolution mean to us and how should we build it into our business plans?,...

Organizations are having difficulty catching up with their employees. The race will be won by organizations that know how to capture the energy and dynamics in organization design and culture.

Refugee camps have to work fast to supply people with their basic needs. As a result they are set up according to a standard plan - which leads to problems for the daily life of the people living there.

There are at least 4 lessons for the commercial world in this story

1. You will always think your organization structure is correct or "good enough' until you are confronted with the experience of your customers. If the design of your organization does not begin with the user experience then chances are your structure is based more on your convienience than user needs. In the end you will lose sales.

2. There is no "standard" plan anymore. What worked with Katrina will not work for Fukashima. What works for your next big customer may not be what worked for your last big customer. If you are still trying to become "agile" and your organization design has changed little in the last 10 years... well, then you may not be ready for "inventive".

3. Change fast or people die. Ok this may seem dramatic. However, over the past few years I have witnessed a number of people - who have families - experience a dramatic economic crisis in their lives. Not all could have been avoided. However, somewhere along the way there was that one business or one leader who could have and should have looked ahead and seen the coming disaster. Unfortunately, they waited until the last minute when it was too late to shift resources from recreation into re-creation.

4. You must survive in order to rebuild. Have you ever met a survivor? They are wonderful inspirations. Man is a wonderful creation. No matter how much we get wrong, we can learn, become stronger, and adapt. As long as we survive the crisis. How quickly you adapt. How deliberately you inact change... those will help you to be the winners in the end. Look at your organization now, 2013 will be a better year for many, if you are working on your structure, processes, and people performance right now you will be one of the surviving winners. If not...

Manage Data with Organizational Structure. by Thomas C. Redman | 2:00 PM November 26, 2012. Comments. Organizations need to get responsibility for data out of IT, as I argued in my last post. Most commenters agreed.

Faced with growing and aging populations and progress in medicine and healthcare technology, politicians and policymakers—along with healthcare professionals and patient advocacy organizations—are exploring ways to ...

Consider a more innovative and flexible organization structure that includes a strategic network of agile interim managers to take accountability for both strategy and execution, while working in tandem with your traditional management.

Booz & Co's latest global innovation study, 'Making Ideas Work', makes interesting reading – as much for what it doesn't say as what it does. Once again Apple was named the world's most innovative company, by a bigger ...

"The outside facilitator asked everyone present to put a post it note on one of three large sticky pages. The first was labeled "Not Ready for change," the second, "proceed slow with change" and the third, "lets go with change."

How often is it that the greatest barrier to change is the leader's willingness to lead? Granted, you can get so far ahead of others or fail to do the ground work to build a consensus for change - that's not what we are talking about here. It's when you've done that and then still fail to pull the trigger and say "Let's go!" Then start the hard work.

Organization desgin should be an opportunity to not only improve organization performance - it is also an opportunity to remove the barriers people experience in their work life everyday. That's a good thing.

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